Sushant's RCPA Project

SUMMER PROJECT ON RCPA OF DR. REDDY’S PRODUCT

IN

BHUBANESWAR

SUBMITTED IN PARTIAL FULFILLMENT OF

MASTER OF BUSINESS ADMINISTRATION

BY

SUSHANTA MAHANA

Regd.no- 0806278059

GLOBAL INSTITUTE OF MANAGEMENT

External Guide : Internal Guide:Mr. Akhyanand Mishra Prof.Tapas Ranjan Moharana

ACKNOWLEDGEMENT

I extend my sincere thanks to Mr. Akhyanand Mishra for being kind enough to grant me the permission for doing this project in his organization.

My sincere thanks to Dr. P.C.Panda (The Principal, Global Institute of Management) for his guidance and supervision for the completion of the project.

I express my sincere gratitude to Mr. Jajatikesari Pattnaik, Director, Global Institute of Management, Bhubaneswar for his valuable words of advice.

At last but not the least, I wish to thank to Prof.T.R.Moharana, for his guidance and supervision for the completion of the project.

Name Sushanta Mahana

Date: Global Institute of Management

Place : Regd. No. 0806278091

DECLARATION

I Sushanta Mahana hereby declare that the fact and figures present in the report entitled “RCPA of Dr. Reddy’s Product” in respect of other brands is true to the best of my knowledge and belief. This is an original piece of work done under the guidance of Prof.T.R.Moharana,(Faculty, Marketing, Global Institute of Management), and also Mr. Akhyanand Mishra, Area Manager, Dr. Reddy’s, Bhubaneswar. This report is submitted as a part of the partial fulfillment of degree and is not submitted in any other University in any other form or not published at any time before.

I do hereby declare that this report will fulfill the need of understudy training programme, I had undergone.

Sushanta Mahana

Date : Global Institute of Management

Place : Regd. No.-0806278059

CONTAINSCONTAINS

CHAPTER – ICHAPTER – I Pg. No.Pg. No. 6-22 6-22

INTRODUCTION 6 HISTORY 9 OBJECTIVE OF THE STUDY 21 AREA OF STUDY 22

CHAPTER – IICHAPTER – II 23-25 23-25

OBJECTIVE OF THE COMPANY 24 PURPOSE OF THE COMPANY 25

CHAPTER – IIICHAPTER – III 26-29 26-29

RESEARCH METHODOLOGY 27 AREA OF LIMITITATION 29

CHAPTER – IVCHAPTER – IV 30-45 30-45

COMPANY PROFILE 31 KEY PRODUCT 34 PRODUCT PROFILE 35 ACTIVITIES OF THE COMPANY 37 ACHIEVEMENTS OF THE COMPANY 38

CHAPTER – VCHAPTER – V 46-36 46-36

DATA ANALYSIS AND INTERPRETATION 47

CHAPTER – VICHAPTER – VI 56-57 56-57

FINDINGS 56

CHAPTER – VIICHAPTER – VII 58-59 58-59

SUGGESTION AND RECOMMENDATION 59

CHAPTER – VIIICHAPTER – VIII 60-61 60-61

CONCLUSION 61

QUESTIONNAIRE 62-66

QUESTOINS 63

BIBLIOGRAPHY 67

APPENDIX 68

REFERENCE 69

CHAPTER – ICHAPTER – I

INTRODUCTION

HISTORY

OBJECTIVE OF THE STUDY

AREA OF STUDY

INTRODUCTION

Dr. Reddy’s Laboratories Ltd. (Reddy's), founded in 1984 by Dr. K. Anji

Reddy, has become India’s biggest pharmaceutical company. Dr. Anji Reddy

had worked in the publicly-owned Indian Drugs and Pharmaceuticals Ltd.

Reddy's manufactures and markets a wide range of pharmaceuticals in India

and overseas. The company more than 190 medications ready for patients to

take, 60 active pharmaceutical ingredients, for drug manufacture, diagnostic

kits, critical care and biotechnology products.

Dr. Reddy’s began as a supplier to Indian drug manufacturers, but it soon

started exporting to other less-regulated markets – that had the advantage of

not having to spend time and money on a manufacturing plant that would

gain approval from a drug licensing body such as the US’s Food and Drug

Administration. Much of Reddy’s early success came in those unregulated

markets, where process patents – not product patents – are recognized. With

that money in the bank, the company could reverse-engineer patented drugs

from more developed countries and sell them royalty-free in India and Russia.

By the early 1990s, the expanded scale and profitability from these

unregulated markets enabled the company to begin focusing on getting

approval from drug regulators for their formulations and bulk drug

manufacturing plants in more-developed economies. This allowed their

movement into regulated markets such as the US and Europe.

GENERICS GOLDMINE

The top four key markets for generics business include India, Russia, US and

Germany. Apart from these four markets, Dr Reddy’s has its business

presence in over 45 countries through Joint Ventures, representative offices

and third party arrangements.

In India, Dr.Reddy’s is a global pharmaceutical company with a presence in

more than 100 countries. It has wholly-owned subsidiaries in the US, UK,

Russia, Germany and Brazil; joint ventures in China, South Africa and

Australia; representative offices in 16 countries; and third-party distribution

set ups in 21 countries. Dr. Reddy’s is the first pharmaceutical company in

Asia outside of Japan to be listed in the NYSE.

In India Dr.Reddy’s amongst the top ten players

In Germany it is amongst the top five. Germany is the largest generics

market amongst the developed nations.

In Russia it is the largest Indian Company are the sixth largest generic

player. Russia is the fastest growing market amongst the emerging

countries.

In US it is in the top five in terms of the ANDA filings with 69 ANDA

pending approval of which 32 are Para IV certifications.

HISTORY

INDIA: PATENTS AND PROFITS

In the 63 years since India’s independence, the domestic pharmaceutical industry has been shaped primarily by regulation. Initially, multinationals had a near monopoly on pharmaceuticals.

They imported and marketed complete formulations in India, mainly low-cost generics along with a few highly priced speciality drugs. When the government increased pressure to deter the import of finished products, multinationals set up formulating units and continued importing bulk drugs.

In the 1960s, the Indian government laid the foundation for a domestic pharmaceuticals industry by promoting the state-owned Hindustan Antibiotics Ltd. and Indian Drugs and Pharmaceuticals Ltd. for the manufacture of bulk drugs. However, the multinationals maintained their lead because of their technical expertise, financial muscle, and ability to move innovations from one market to another. The high cost of original research, the sophisticated scientific knowledge needed and a lack of financing options worked against the private-sector Indian companies.

This state of affairs changed with the 1970 Indian Patent Act, whereby substances used in foods and pharmaceuticals were not granted product patents. Process patents were granted for a period of five years from the date of grant or seven years from the date of filing, whichever was earlier. Process modifications were easier to accomplish, and there was a rapid influx of domestic manufacturers. These companies generally started with bulk drugs and gradually progressed into complete medications. The multinationals were constrained by their parent companies’ product ranges but the Indian producers could make almost anything. Not paying product patent royalties cut the cost of local manufacture and helped Indian producers thrive.

Shortly thereafter, the Drugs Price Control Order put a ceiling on prices of certain mass-usage formulations. Since selling at such low prices could cause discontent in their home markets, multinationals dramatically curtailed new product launches, further boosting India's domestic players.

Under the Foreign Exchange Regulations Act in the late 1970s, the multinationals had to reduce their stakes in Indian ventures to 40%, or comply with certain export obligations

and keep their equity stake at 51%. Many multinationals preferred not to do business in that climate – another shot in the arm for India's pharmaceutical industry.

In 1986, Reddy’s started operations on branded formulations. Within a year Reddy’s had launched Norilet, Reddy’s first recognized brand in India. But, thanks to its superior process technology, Reddy’s scored a big success with Omez, its branded omezaprole – ulcer and reflux oesophagitis medication – launched at half the price of other brands on the Indian market at that time.

Within a year, Reddy’s became the first Indian company to export the active ingredients for pharmaceuticals to Europe. In 1987, Reddy's started to transform itself from a supplier of pharmaceutical ingredients to other manufacturers into a manufacturer of pharmaceutical products.

In 1993, Reddy’s entered into a joint venture in the Middle East and created two formulation units there and in Russia. Reddy’s exported bulk drugs to these formulation units, which then converted them into finished products. In 1994, Reddy’s started targeting the US generic market by building state of art manufacturing facility.

In 2000, foundation set up a US lab in Atlanta, dedicated to discovery and design of novel therapeutics. The lab is called Reddy US Therapeutics Inc (RUSTI) and its main aim is the discovery of next-generation drugs using genomics and proteomics. Reddy’s research thrust focused on large niche areas in western markets – anti-cancer, anti-diabetes, cardiovascular and anti-infection drugs.

Reddy’s international marketing successes were built on a strong manufacturing base which itself was a result of inorganic growth through acquisition of international and national facilities. Reddy’s merged Cheminor Drug Limited (CDL) with primary aim of supplying APIs to the technically demanding markets of North America and Europe. This

merger also gave Reddy’s entry into value added generics business in the regulated markets of APIs.

By 1997, Reddy’s was ready for the next major step. From being an API and bulk drug supplier to regulated markets like the USA and the UK, and a branded formulations supplier in unregulated markets like India and Russia, Reddy’s made the transition into generics by filing an Abbreviated New Drug Application (ANDA) in the USA. The same year, Reddy’s out-licensed a molecule for clinical trials to Novo Nordisk, a Danish pharmaceutical company.

It strengthened its Indian manufacturing operations by acquiring American Remedies Ltd. in 1999. This acquisition made Reddy’s the third largest pharmaceutical company in India, after Ranbaxy and Glaxo (I) Ltd., with a full spectrum of pharmaceutical products, which included bulk drugs, intermediates, finished dosages, chemical synthesis, diagnostics and biotechnology.

Reddy’s started exploiting Para 4 filing as a strategy in bringing new drugs to the market at a faster pace. In 1999 it submitted a Para 4 application for Omeprazole- the drug it had so successfully marketed in India. In December 2000, Reddy’s had undertaken its first commercial launch of a generic product in the USA., and its first product with market exclusivity was launched there in August 2001. The same year, it also became the first non-Japanese pharmaceutical company from the Asia-Pacific region to obtain a New York Stock Exchange listing. Each of these achievements was path breaking for the Indian pharmaceutical industry.

In 2001 when Reddy’s became the first Indian company to launch the generic drug, fluoxetine (a generic version of Eli

Lilly’s Prozac) with 180 day market exclusivity in the USA. Eli Lilly's antidepressant drug Prozac had sales in excess of $1 billion per year in the late nineties. Barr Laboratories of the U.S. obtained exclusivity for all of the approved dosage forms (10mg, 20mg) except one (40mg), which was obtained by Reddy’s. Lilly had numerous other patents surrounding the drug compound and had already enjoyed a long period of patent protection. The case was heard twice by the Federal Circuit court, and Reddy’s won both hearings. The importance of market exclusivity is illustrated by the fact that. Reddy’s generated nearly $70 million in revenue during the six-month period. With such phenomenal returns at stake, Reddy’s was beginning to gamble on litigation that could cost millions of dollars, depending on the length of the trial.

The fluoxetine marketing success was followed by the launch of ibuprofen tablets 400, 600 and 800 mg in the US under its own brand name, in January 2003. Direct marketing under the Reddy’s brand name represented a significant step in the company’s efforts to build a strong and sustainable US generic business. It was the first step in building Reddy’s fully fledged distribution network in the US market. This was much on the lines of the Indian software majors who have marketing professionals in the US.

In 2001 Reddy’s completed its US initial public offering of $132.8 million American Depositary Receipts issue and also listed on the New York Stock exchange. Funds raided from the US initial public offering helped Reddy’s move into international production – and take over technology-based companies.

In 2002, Reddy’s started its European operations by acquiring two pharmaceutical firms in the UK. The acquisition of BMS Laboratories and its wholly owned subsidiary, Meridian UK allowed Reddy’s to expand geographically and gave company

an opportunity to enter the European market. In 2003 Reddy’s also invested US$. 5.25 million in equity capital of Bio Sciences ltd.

Auriegene Discovery Technologies, a contract research company was established as a fully owned subsidiary of Reddy’s in 2002, to gain experience of drug discovery through contract research for other Pharma companies. Reddy’s entered into a venture investment type of agreement with the Indian bank, ICICI. Under the terms of the agreement, ICICI Venture funds the development, registration and legal costs related to the commercialization of ANDAs on a pre-determined basis. On commercialization of these products, Dr. Reddy's pays ICICI Venture royalty on net sales for a period of 5 years. Reddy’s successful growth into a fully integrated pharmaceutical company in less than a decade was founded on a successful and targeted program of inorganic growth and investments in process R&D.

It had chosen a high risk-high gain strategy to growth by going into direct competition with existing patent holders. A major challenge for Reddy’s is to find ways to de-risk its overall strategy. One way may lie in managing the cash flows from the ‘safer’ API and formulations businesses. Another way may be to seek out more experienced partners for the R&D business or use acquisitions to boost R&D resources and revenues. It has chosen the global route and went on an acquiring spree.

In March 2002, Dr. Reddy’s acquired BMS Laboratories, Beverley, and it is wholly owned subsidiary Meridian Healthcare, for EUR 14.81 million. These companies deal in oral solids, liquids and packaging, with manufacturing facilities in London and Beverley in the UK. Recently, Dr. Reddy’s entered into an R&D and commercialization agreement with Argenta Discovery Ltd., a private drug development company based in the UK, for the treatment of COPD.

With growing success in the generics market, Reddy’s also came to realize the need for developing marketing and distribution capabilities in the USA Reddy’s was considering several options for marketing the hypertension product in 2003. The company already had one tie-up with Pharmaceutical Resources, Inc. to market Fluoxentine 40 mg tablets. It also had a tie-up with Par Pharmaceuticals Inc., to produce and market over-the-counter drugs in the U.S. In addition to the United States, Reddy’s generics business had established a presence in the UK, is a platform for expansion into other countries in Europe. Reddy’s also plans to expand its presence in Canada and South Africa.

Its API business had sales in over 60 countries, with the US and India being the most significant revenue contributors. The branded formulations business was active in over 30 countries and Reddy’s was a significant player in the Indian and Russian markets. The business planned to significantly increase its presence in China, Brazil and Mexico in the near future.

Dr. Reddy’s entered into a 10-year agreement with Rheoscience A/S of Denmark for the joint development and commercialization of Balaglitazone (DRF-2593), a molecule for the treatment of type-2 diabetes. Rheoscience holds this product’s marketing rights for the European Union and China, while the rights for the US and the rest of the world will be held by Dr. Reddy’s. Dr. Reddy’s conducted clinical trials of its cardiovascular drug RUS 3108 in Belfast, Northern Ireland, in 2005.The trials were conducted to study the safety and the pharmacokinetic profiles of the drug, which is intended for the treatment of atherosclerosis, a major cause of cardiovascular disorders.

Dr. Reddy’s entered into a marketing agreement with Eurodrug Laboratories, a pharmaceutical company based in Netherlands, for improving its product portfolio for respiratory diseases. It introduced a second-generation xanthine bronchodilator, Doxofylline, which is used for the treatment of

asthma and chronic obstructive pulmonary disease (COPD) patients.

In 2004, Reddy’s acquired Trigenesis Therapeutics Inc; the US based private dermatology company. This acquisition gave Reddy’s access to certain products and proprietary technologies in dermatology segment. Dr. Reddy’s Para 4 application strategy for generic business received a severe set back when Reddy’s lost the patent challenge in case of Pfizer’s drug Norvasc (amlodipine maleate). Amlodipine maleate, the generic version of Pfizer's Norvasc, is indicated for the treatment of hypertension and angina. The cost involved in patent litigation as well as the strategic reversal affected Reddy’s plans to start speciality business in the US generic markets.

In March 2006, Dr. Reddy’s acquired Betapharm Arzneimittel GmbH from 3i for EUR 480 million. This is one of the largest-ever foreign acquisitions by an Indian pharmaceutical company. Betapharm is Germany’s fourth-largest generics pharmaceuticals covering 3.5% market share including 150 active pharmaceutical ingredients.

Reddy’s has promoted India’s first integrated drug development company Perlecan Pharma Pvt Ltd together with ICICI ventures capital fund management company Ltd and Citigroup Venture Capital International growth partnership Mauritius Ltd. The combined entity will undertake clinical development and out-licensing of New Chemical Entity Assets.

Dr. Reddy's is presently licensed by Merck & Co. to sell an authorized generic version of the popular drug simvastatin (Zocor) in the USA. Since Dr. Reddy's has a license from Merck, it is not subject to the exclusivity period on generic simvastatin of 180 days from June 23, 2006, which is split between Ranbaxy Laboratories (also from India) and Teva Pharmaceutical Industries.

As on 2006, Dr. Reddy’s Labs crossed US $500 M in revenues flowing from segments such as APIs, Branded Formulations and Generics with the former two segments accounting for almost 75% of revenues. On an overall note, Dr. Reddy’s controls the entire supply chain and offers high-quality products at competitive prices at the opportune time. It deals in and manages all the processes, from the development of the API to the submission of finished dosage dossiers to the regulatory agencie.

DRUG DISCOVERY TROUBLES

Dr. Reddy's spun off its drug discovery and research wing into a separate company called Perlecan Pharma Private Limited in September 2005 which was hailed as an innovative move at that time but it had to be wound down in 2008 due to funding constraints. Dr. Reddy's was the first Indian pharma company to attempt such an effort to de-couple risk of drug discovery from the parent company by creating a separate company with external source of funding. Perlecan Pharma was part

funded by ICICI Venture Capital and Citigroup Venture International, both of which held a 43% stake in Perlecan for an estimated $22.5 million. However, the company had to buy back the Perlecan shares from ICICI and Citigroup as the venture capitalists wanted out because of their doubts in the commercial viability of the drugs candidates that were in Perlecan's pipeline. Dr. Reddy's bought back the shares in July and Perlecan became a wholly owned subsidiary, however in the board meeting set for 23 October, the company is set to amalgamate/absorb Perlecan, thereby making it an inhouse research facility, like before 2005.

DIABETES DRUG TRIAL DELAYED

Market launch of the company's diabetes drug candidate in third phase clinical trials, Balaglitazone, is expected to be delayed as the Danish research partner that is conducting the clinical trials for Dr. Reddy's is facing financial problems Rheoscience's parent company Nordic Bioscience is believed to have undertaken to provide funds to Rheoscience to continue the trials and thus live up to the contractual obligations to Dr. Reddy's. Some clarity on this is expected to emerge after the second quarter financial results, which is expected to be announced on 23 October 2008.

OBJECTIVE OF THE STUDY

To know the market potential of the products.

To know the market share of modular infotech products

in comparison to other competitors.

To know the market position of modular infotech product in

the market

To know the problem facing modular infotech product in the

market

AREA OF THE STUDY

As for my summer training is concerned in “modular infotech pvt Ltd” the

location allocated to me in Bhubaneswar. I took a survey in different areas of

Bhubaneswar by preparing a set of questionnaire to find out the sales volume

of the products and what are the competitors to modular infotech product in

the market.

CHAPTER – IICHAPTER – II

OBJECTIVE OF THE COMPANY

PURPOSE OTHE COMPANY

OBJECTIVE

To help people lead healthier lives through two parallel objectives:

Making medicines affordable and accessible in all parts of the world so that as many people as possible benefited from them.

Discovering, developing and commercializing innovative treatment options that satisfy unmet medical needs.

Provide affordable medication to people across the world, regardless socio-economic barriers.

To know the key problem for which it’s products are selling or not

PURPOSEWe are committed to providing AFFORDABLE and INNOVATIVE medicines for healthier lives.

AFFORDABILITY

The high cost of many medicines puts them out of the reach of millions of people who desperately need them. As a global pharmaceutical company, we take very seriously our responsibility to help alleviate the burden of disease on individuals and on the world. Through our Global Generics business, we provide high quality, lower-cost alternatives to innovator drugs. Our wide range of generic medicines bring hope and health to people around the globe.

INNOVATION

Despite the great advances of medical science, there are still far too many diseases for which there are no cures or no satisfactory treatments. We believe that innovation – in research, processes and technologies – holds the key to finding solutions for unmet or inadequately met medical needs. Our Proprietary Products business is dedicated to discovering new or better treatments than currently exist. In addition, our Custom Pharmaceutical Services business works with Innovator companies and emerging biotech firms to accelerate the development of new molecules, while lowering research costs.

CHAPTER – IIICHAPTER – III

RESEARCH METHODOLOGY

DATA COLLECTION METHOD

AREA OF LIMITATIONS

RESEARCH METHODOLOGY

The present study of historical as well as diagnostic research. The information collected will be classified tabulated and presented in appropriate from. The analysis and interpretation of result will be made by applying statistically techniques like trend, percentage correlation, and regression etc. with the help of SPSS software package to full fill the requirement of research objectives.

Methods of data collection

The data has been collected from two sources as Primary and Secondary.

Primary data:

I collected the data directly from the DTP,PRINTING PRESS, through questionnaires.

Secondary data:

Secondary data are those data which are already available either in the form of printed data such as journals or catalogues or already being collected for some management books, company journals, Magazines, and internet etc.

SAMPLING:

In order to mitigate the gap between the respondents and the company data have been collected by the help of questionnaire, interview and the size of sample is 50. Primary data have been collected by meeting the respondent on the basis of face to face interview. The total size of the sample has been collected keeping in interview in mind that will be more convenient flexible and reliable.

Scope and significance

At least 50 sampule will be contacted for getting effective information in Bhubaneswar.

This study is based on current market report to analyze the comparative study.

Under the limitation of this study is confined to the city of Bhubaneswar generally I meet 50 costomer.

Again this study will be completed within a period of one and half months.

AREA OF LIMITATIONS

Time was the main constraint during the training program. Hence it was not possible to cover the vast area of Bhubaneswar.

The study schedule of the executive acted as major obstacles in the collection of required data within a stipulated time period.

Lack of experienced on my part also acted as a factor of hindrance.

Busy schedule of costomer was also one of the important factor of not getting the relevant data.

CHAPTER – IVCHAPTER – IV

COMPANY PROFILE

KEY PRODUCT

PRODUCT PROFILE

ACTIVITIES OF THE COMPANY

ACHIEVEMENTS OF THE COMPANY

COMPANY PROFILE

Dr. Reddy's

TypePublic

Founded1984

HeadquartersHyderabad, Andhra Pradesh, India

Key people Anji Reddy, Chairman

Mr GV Prasad, CEO

IndustryPharmaceuticals

Revenue$2.5 Billion (MAY2008)

Net income$216 Million (MAY2008)

Employees8,225

Websitewww.drreddys.com

BOARD OF DIRECTORS

NAME POSITION DATE OF JOINING

Dr. K. Anji Reddy Chairman February24,1984

Mr. G V Prasad ViceChairman & CEO April 8,1986

Mr Satish Reddy Managing Director& COO Januray 18,1993

Mr Anupam Puri Independent Director June 4 ,2002

Prof. Krishna G palepu Independent Director January 29,2002

Dr.Omkar Goswami Independent Director October 30,2000

Mr P N Devrajan Independent Director October 30,2000

Mr Ravi Bhoothalingam Independent Director October 30,2000

Dr. V Mohan Independent Director March 8, 1996

FINACIAL HIGHLIGTS FOR THE FINACIAL YEAR ENDED 31 ST MARCH

2008 (In Rupees)

2007(In Rupees)

Income 40,843,048 12

40,843,048 21,365,711

Gross profit 14,993,466 14,993,466 3,750,983

Depreciation 1,335,009 13,35,009 1,113,337Profit before tax 13,658,457 13,658,457 2,637,646TaxationCurrent tax (1,889,864) (1,889,864) (526,407)Net profit for the year 11,768,593

11,768,593 2,111,239

Add: Profit and loss brought forward 3,196,508

3,196,598 1,815,464

TOTAL AVAILABLE FOR APPROPRIATION 14,965,101

14,965,101 3,926,703

APPROPRIATIONSProposed dividend on equity shares 629,671

6,29,671 383,473

Tax on proposed dividend 107,013

1,07,013 53,782

Dividend of previous year 242 242 114Transfer to general reserve 1,176,859

1,176,859 211,124

Balance carried forward 13,051,101 3,278,210

KEY PRODUCTS

TOP ACTIVE PHARMACEUTICAL INGREDIENTS

Ciprofloxacin Hydrochloride Ramipril Terbinafine HCI Ibuprofen Sertaline Hydrochloride Ranitidine HCI Form 2 Naproxen Sodium Naproxen Atorvastatin Montelukast Losartan Potassium Sparfloxacin Nizatidine

Fexofenadine Ranitidine Hydrochloride Form 1 Clopidogrel (Not in US due to 2007 patent case) Omeprazole Finasteride

PRODUCT PROFILE

S.No. PRODUCT PACK PTS

1 STAMLO-D 15’s 20.77

2 STAMLO 5 15’s 30.46

3 STAMLO 10 15’s 60.23

4 ENAM – 2.5 15’s 18.00

5 ENAM- 5 15’s 29.08

6 ENMA-10 15’s 45.00

7 ENAM D 10’s 22.31

8 OMEZ 10mg Capsules 10’s 18.00

9 OMEZ 20 mg Capsules 15’s 49.15

10 OMEZ 40 mg Capsules 10’s 57.58

11 OMEZ Inj 40 mg 1’s 34.55

12 OMEZ FF- 20 10’s 39.58

13 OMEZ FF- 40 10’s 57.58

14 OMEZ – DSR Capsules 10’s 37.43

15 SUPANAC 10’s 20.15

16 OMEZ INSTA 10’s 50.38

17 BECOZINC Capsules 15’s 9.49

18 STYPTOVIT 10’s 13.53

19 NISE Tab 10’s 22.15

20 NISE Inj 1’s 12.24

21 NISE Gel 1’s 34.08

22 NISE MR 10’s 48.94

23 PECEF-200 10’s 39.46

24 STAMECE – 5 10’s 50.38

25 LEON 250 10’s 27.69

26 LEON 500 10’s 51.92

27 LEON 750 5’s 40.85

ACTIVITIES OF DR. REDDY'S LABORATORIES

ACTIVE PHARMACEUTICAL INGREDIENTS (API): Dr. Reddy's Laboratories product list span 24 major chemistries including stereo-selective synthesis, cryogenics, hydrogenations and cyanations. It has filed 84 US DMFs, the highest in India and second highest in the world.

CUSTOM PHARMACEUTICAL SERVICES: Dr. Reddy's executes cost-effective and time-bound projects for its customers, and provides them cGMP-compliant products manufactured in FDA-inspected, ISO-certified facilities.

GENERIC DOSAGES: Dr. Reddy's Lab is a leading generic drugs manufacturer. It is the fourth largest player in Germany after the acquisition of betapharm. The company has expertise in customer-specific packaging, compliance packaging, anti-counterfeit packaging, and has won several awards globally for its packaging efforts, including the Asia Star, AmeriStar and WorldStar awards.

BRANDED DOSAGES: Dr. Reddy's brands such as Omez (Omeprazole), Nise (Nimesulide), Stamlo (Amlodipine), Ciprolet (Ciprofloxacin), Enam (Enalapril) and Ketorol (Ketorolac) are leaders in their category in several countries.

DISCOVERY RESEARCH: Dr. Reddy's is actively involved in drug-discovery and clinical development programs.

SPECIALTY PHARMACEUTICALS: In the field of speciality pharmaceuticals, Dr. Reddy's deals in deals acquired proprietary technologies, internally developed proprietary drug-delivery platforms, and current internal compounds under pre-clinical and clinical development.

BIOPHARMACEUTICALS: Grafeel (Filgrastim) was the first biologics product by Dr. Reddy's to enter the market. The company's second product Reditux (Rituximab) is the first biosimilar monoclonal antibody to be developed and launched anywhere in the world.

ACHIVEMENTS OF THE COMPANY

Dr. Reddy's is the 1st Asia Pacific pharmaceutical company, outside Japan to be listed on the New York Stock Exchange.

Dr. Reddy's biologics product Reditux (Rituximab) is the first biosimilar monoclonal antibody to be developed and launched anywhere in the world.

Corporate Citizen of the Year 2007-08 The Economic Times Award for Corporate Excellence

Best Workplaces 2008 In Biotech/ Pharma Industry SectorThe Econimoic Times

NDTV Profit Business Leadership Awards 2007 Business Leader in the Pharmaceutical Sector

Best Performing CFO in the Pharma Sector for 2007 CNBC-TV18's CFO AwardSaumen Chakroborty - CFO

Amity Leadership Award Best Practices in HR in Pharmaceutical Sector.4th HR Summit '08

Dun & Bradstreet American ExpressCorporate Awards 2007 Top Indian company in the Pharmaceutical secto

Best Corporate Social Responsibility Initiative 2007 BSE & NASSCOM Foundation - Social and Corporate Governance Award

Top-10 brands in IndiaOMEZ

NISE

STAMLO

STAMLO BETA

ENAM

ATOCOR

RAZO

RECLIMET

CLAMP

MINTOP

Top-7 brands in Bhubaneswar

PECEF-200

LEON-500

OMEZ INSTA

OMEZ INJ

STAAMLO-D

SUPANAC

OMEZ DSR

REVENUES FROM THE SEVEN BRANDS IN INDIA

PRODUCT 2007-08 2006-07 % GROWTH

PECEF-200 873 736 19%

LEON-500 830 691 20%

OMEZ INSTA 370 340 9%

OMEZ INJ 268 263 2%

STAMLO-D 211 127 66%

SUPANAC 189 163 13%

OMEZ DSR 174 173 1%

TOTAL 2915 2493 18.57%

Dr. Reddy's launches novel immune booster for children

Dr. Reddy's, in a strategic collaboration with Symbiotic of New Zealand, has launched New Life Colostrums. The product is available in a novel chewable form for the first time in India.

Colostrums is a nutrient rich natural substance produced by all female mammals during the first 72 hours after giving birth and consists of immune factors, growth factors, proteins, vitamins and minerals thus helps in the development of immunity.

According to the company release, New Life Colostrums is the world no. 1 colostrums brand and is derived from bovine colostrums. It is developed through unique manufacturing techniques, which ensures the availability of adequate quantities of immunoglobulins, immune factors, growth factors, proteins & minerals.

Colostrums is widely studied to offer clinical advantages in the prevention and treatment of several gastrointestinal infections of both bacterial and viral origin. New Life Colostrums, which prevents infections among children, is a useful supplement for children suffering from recurrent infections.

Dr. Reddy’s has a strong presence in the pediatric segment with a diverse portfolio of products. New Life Colostrums launch follows other recent ‘first-of-their-kind’ product launches in India by Dr. Reddy’s for the pediatric segment. These include Rebalanz, an oral rehydration solution for use by

children suffering from non-cholera diarrhoea, Redotil (Sachet), a novel anti-diarrhoea agent used while treating acute watery diarrhoea in children and Econorm, a widely preferred yeast based preparation to prevent and control Antibiotics associated diarrhoea, the release added.

CHAPTER – VCHAPTER – V

DATA ANALYSIS

AND

INTERPRETATION

MARKETPOSITION OF PECEF-200

PECEF-20036%

MONOCEF18%

GUDCEF17%

CEFLOX14%

FINECEF8%

CORONA7%

PECEF-200 MONOCEF GUDCEF CEFLOX FINECEF CORONA

DATA INTERPRETATION:

On the basis of survey I came to know that the sales of PECEF-200 is 36%, FINECEF is 08%, GUDCEF is 17%,MONOCEF is 18%, CEFLOX is 14% and CORONA is 07% in Bhubaneswar market.

COMPETITORS NAMES OF PECEF-200

MONOCEFTUPCEFGUDCEFFINECEFPOLORESSEFI-200METOXIMCEFLOXCEPTUMDOXIMO

MARKET POSITION OF LEON-500

LEON-50039%

LEVOMAC21%

GLEVO13%

ALEVO11%

COTOR7%

FYNAL9%

LEON-500 LEVOMAC GLEVO ALEVO COTOR FYNAL

DATA INTERPRETATION :

On the basis of survey I came to know that the sales of LEON-500 is 39%, LEVOMAC is 21%,ALEVO is 11%,COTOR is 07%,FYNAL is 09% and GLEVO is 13% in bhubaneswar market.

COMPETITORS NAMES OF LEON-500

LEVOMACGLEVO-500ALEVO-500ALCINFYNALLEVOZLIVEBESTCOTOR

MARKET POSITION OF OMEZ INSTA

OMEZ INSTA32%

OMEZ -4015%

PREPARE-2015%

RANIDOM17%

PROTOLAC INSTA11%

OCID-ORS10%

OMEZ INSTA OMEZ -40 PREPARE-20

RANIDOM PROTOLAC INSTA OCID-ORS

DATA INTERPRETATION :

On the basis of survey I came to know that the sales of OMEZ INSTA is 32%, PROTOLAC INSTA is 11%, PREPARE-20 15%, RANIDOM is 17%,OMEZ-40 is 15% and OCID-ORS is 10% in Bhubaneswar market.

COMPETITOR NAMES OMEZ INSTA

OMEZ-40PROTOLAC INSTAOCID-ORSRANIDOMNEXPRO-RDPREPARE-20

MARKET POSITION OF OMEZ INJ

OMEZ INJ46%

PERIDOM-O14%

PROLAC15%

VEDOZ10%

ESOZ15%

OMEZ INJ PERIDOM-O PROLAC VEDOZ ESOZ

DATA INTERPRETATION:

On the basis of survey I came to know that the sales of OMEZ INJ is 46%, PERIDOM-O IS 14%, PROLAC is 15%,VEDOZ is 10% and ESOZ is 15% in Bhubaneswar market.

MARKET POSITION OF STAMLO-D

STAMLO-D34%

ASOMAC-D14% MELONAC-D

14%

ESLO-D19%

STAMLO-510%

ATEN-D9%

STAMLO-D ASOMAC-D MELONAC-D ESLO-D STAMLO-5 ATEN-D

DATA INTERPRETATION:

On the basis of survey I came to know that the sales of STAMLO-D is 34%, ASOMAC-D is 14%, MELONAC-D is 14%, ESLO-D is 19%, STAMLO-5 is 10% and ATEN-D is 09% in Bhubaneswar market. Here STAMLO-D is the market leader as it is selling more.

COMPETITORS NAMES OF STAMLO-D

ASOMSAC-DMELONAC-DSTAMLO-10STAMLO-5SEPTOSATEN-DAMLODAC-HESLO-D

MARKET POSITION OF SUPANAC

SUPANAC24%

VOMERAN36%

DIACLOMAC15%

ENZAFLONE6%

EPRY9%

EPISOM10%

SUPANAC VOMERAN DIACLOMAC ENZAFLONE EPRY EPISOM

DATA INTERPRETATION :

On the basis of survey I came to know that the sales of SUPANAC is 24%, VOMERAN is 36%, DIACLOMAC is 15%, ENZAFLONE is 06, EPRY is 09% and EPISOM is 10% in Bhubaneswar market. From the above analysis VOMERAN is the market leader.

COMPETITOR NAMES OF SUPANAC

VOMERANEPRYCICLOMOLENZAFLONEDIACLOMACEPISOMDIACLOGESICHIFENAL

MARKET POSITON OF OMEZ-DSR

OMEZ-DSR39%

OMIDOM17%

RABIDOM14%

ZOMITAC-DSR7%

RELAXYL11%

GASOM12%

OMEZ-DSR OMIDOM RABIDOM ZOMITAC-DSR RELAXYL GASOM

DATA INTERPRETATION

On the basis of survey I came to know that the sales of OMEZ-DSR is 39%, OMIDOM is 17%, RABIDOM is 14%, ZOMITAC-DSR is 07%, RELAXYL is 11% and GASOM is 12% in the Bhubaneswar market. Out of all these products OMEZ-DSR is the market leader as it’s sales volume is more.

COMPETIRORS OF OMEZ-DSR

RABIDOMDOVONZOMITAC-DSROMIDOMVELOZ-DGASOMDOMSTALRAZO-DSROCID-DSRRELAXYL

COMPERATIVE STUDY OF DR. REDDY'S PRODUCTS IN BHUBANESWAR MARKET

2.23

3.17

1.92

1.08

2.12.22

2.51

0

0.5

1

1.5

2

2.5

3

3.5

PECEF-200

LEON-500 OMEZINSTA

OMEZ INJ STAMLO-D

SUPANAC OMEZ-DSR

Series1

DATA INTERPRETATION :

Thus I came to know that the market share of Dr.Reddy’s products –

LEON is covering the highest market share (3.17)

After LEON OMEZ-DSR is covering the second position in the market (2.51)

PECEF-200 is having the third position in the market (2.23)

SUPANAC is in the fourth position in the market (2.22)

STAMLO-D is in the fifth position in the market (2.1)

OMEZ INSTA is having sixth position in the market (1.92)

OMEZ-DSR is in the seven position in the market (1.08)

But combining all the three type of OMEZ (i.e.OMEZ INSTA,OMEZ INJ, OMEZ-DSR) it become the market leader of DR.REDDY’S products in Bhubaneswar market (5.51)

CHAPTER – VICHAPTER – VI

FINDINGS

FINDINGS

ON THE RETAILER ,COSTMER POINT OF VIEW:

There was a demand of SHREE LIPI multi language products in the market.

Based upon the survey it was found that shree lipi 7.1 multi language is easy to use.

costomer prescription, availability and price are the most important factor that the retailers prefer to deal with a particular brand.

Most frequently selling modular infotech product are – shree lipi 7.1 multi language.

,Company should declare some discount, gift, and gives more banifit to the retailers.

costomer are satisfied with shree lipi 7.1 multi language and they are using its products without any hesitation.

Retailers are also satisfied with shree lipi7.1 multi language software, they believe in its brands.

CHAPTER – VIICHAPTER – VII

SUGGESTION

AND

RECOMMENDATION

SUGGESTION AND RECOMMENDATION

Going through the project survey I came across plenty of costomer. In this way I know about current scenario of modular infotech product. The one month market survey finally ends successfully. I should foot forward certain recommendation through which both dealer and retailers will be entitled. They can be collectively summarized as-

Feature should be more and action oriented.

Feature of the products is good but it should improve further, keeping the price constant.

Area sales manager, by sales executive should visits the concern area properly.

A little effort should be given towards its brand promotion

Distribution network need to be improved so that all variety of the products are available at the retail outlet.

Discount & gift item is very important in order to increase sale of the concern product which is not running in the market.

Price of products should be slightly less in order to increase the sales volume.

CHAPTER – VIIICHAPTER – VIII

CONCLUSION

CONCLUSION

During the one and half month of market survey of Dr.Reddy’s , I found that the sales volume of OMEZ, LEON-500, PECEF-200 and SUPANAC, these are the leading brands in comparison to other.

LEON is number one brand of Levofloxacin. Omez is number one brand in all over world. Value of Omez is 92 crore of Omeprazole in India.

In the survey I found that retailer’s perceptions regarding Dr. Reddy’s products are much better than others because they are getting average margin on it.

LEON-500 is moving frequently in the market as this is mostly prescribed by the doctors. This is also same in case of other products viz. OMEZ, PECEF-200, SUPANAC.

QUESTIONNAIREQUESTIONNAIRE

What are the Dr. Reddy’s What are the Dr. Reddy’s products available in the shop? products available in the shop?

1.1. PECEF-200PECEF-2002.2. LEON-500LEON-5003.3. OMEZ INSTAOMEZ INSTA4.4. OMEZ INJOMEZ INJ5.5. STAMLO-DSTAMLO-D6.6. SUPANACSUPANAC7.7. OMEZ-DSROMEZ-DSR

From where they are getting From where they are getting the medicines? the medicines?

A.A. Stockiest HospitalsStockiest HospitalsB.B. HospitalsHospitalsC.C. Wholesalers/DealerWholesalers/Dealer

How many Dr. Reddy’s product’s How many Dr. Reddy’s product’s are transacting per week? are transacting per week?

A.A. 22B.B. 3 3 C.C. 44D.D. 55E.E. NilNil

Is there any promotional activitiesIs there any promotional activities are happening from company side to are happening from company side to make people aware about the make people aware about the product? product?

A.A. NONOB.B. YESYES

If YES, Which type of promotion?If YES, Which type of promotion?

A.A. BannerBannerB.B. CalendarCalendarC.C. PamphletsPamphlets

Are Doctors satisfying with theAre Doctors satisfying with the quality of Dr. Reddy’s products? quality of Dr. Reddy’s products?

A.A. NONOB.B. YESYES

If YES, on which product of Dr.If YES, on which product of Dr. Reddy’s lab has problem? Reddy’s lab has problem?

Are people satisfying with the Are people satisfying with the costs of Dr. Reddy’s products? costs of Dr. Reddy’s products?

A.A. YESYESB.B. NONO

Are the retailers shops getting Are the retailers shops getting

the deliveries of Dr. Reddy’s the deliveries of Dr. Reddy’s products in time? products in time?

A.A. YESYESB.B. NONO

BIBLIOGRAPHY

www.drreddy.com

www.google.com

www.wikipedia.com

Research Methodology.(C.R. Kothari)

Market Research(P. Kotler)

APPENDIXAPPENDIX

1.1. PECEF-200 PECEF-200 (CEFODOXINEPROXETILE) (CEFODOXINEPROXETILE)

2.2. LEON-500LEON-500 (LEVOFLOXACIN) (LEVOFLOXACIN)

3. SUPANAC 3. SUPANAC (DIACLOMAC) (DIACLOMAC)

4. STAMLO-D 4. STAMLO-D (AMLODIPINE+HYDROCHLOROTHIZIDE)(AMLODIPINE+HYDROCHLOROTHIZIDE)

5.5. OMEZ INSTAOMEZ INSTA(OMEPRAZOLE+BUFFER)(OMEPRAZOLE+BUFFER)

6.6. OMEZ INJOMEZ INJ(OMEPRAZOLE)(OMEPRAZOLE)

7.7. OMEZ-DSROMEZ-DSR(OMEPRAZOLE+DOMPERIDOM)(OMEPRAZOLE+DOMPERIDOM)

REFERENCEREFERENCE

1. Dr Reddy’s Laboratories 2007-2012 – MarketReports.com 2007 life sciences research report, Technology Networks, Sudbury, Essex, UK.Accessed: 2007-08-22.

2. Repercussions of the Drug Price Competition and Patent Term Restoration Act of 1984, G.F. HoASFLFKAJS;LKFSLFDNDS;LFSLFKDJFSFgan, American Journal of Hospital Pharmacy, 1985, pp849-851.Accessed: 2007-08-22.

3. The Impact of Liberalisation and Privatisation in India – Raj Mishra at Seminar II: Boston, April 17, 1999, Association of Indian Progressive Study Groups.Accessed: 2007-08-22.

4. Dr. Reddy's Laboratories will no longer produce its medicines in Russia – Pravda.ru 8 February 2005.Accessed: 2007-08-22.

5. Perlecan highlights R&D travails of Indian pharma , 17 October 2008.Accessed: 2009-10-18.

6. Dr Reddy’s diabetes drug may be delayed , 05 October 2008.Accessed: 2009-10-18.

7. http://economictimes.indiatimes.com/Corporate_Announcement/Palepu_may_have_to_quit_DRL_board/articleshow/3958701.cms

8. Dr. Reddy’s announces new R&D Chief – Corporate press office, Hyderabad, India, 30 April 2007.Accessed: 2007-08-22.